M.May Seitanidi

Collaborative Value Creation: A Review of Partnering Between Nonprofits and Businesses: Part I. Value Creation Spectrum and Collaboration Stages

This focused review of the nonprofitbusiness collaboration and related corporate social responsibility literature identifies problematic aspects of the treatment of value creation and, therefore, develops a conceptual and analytical framework to address them and the following research question: How can collaboration between nonprofits and businesses most effectively co-create significant economic, social, and environmental value for society, organizations, and individuals? The first two components of the Collaborative Value Creation framework are presented in this first of two articles The Value Creation Spectrum provides new reference terms for defining and analyzing value creation, and Collaboration Stages reveals how value creation varies across different types of collaborative relationships. The framework’s next two components, which are elaborated in the sequential article, are Partnering Processes, which reveals the value creation dynamics in the formation and implementation stages, and Collaboration Outcomes, which examines impact at the micro, meso, and macro levels.

Collaborative Value Creation A Review of Partnering Between Nonprofits and Businesses. Part 2: Partnership Processes and Outcomes

In this second of a two-part focused review of the nonprofit business and corporate social responsibility (CSR) literature, the authors present the third and fourth components of the collaborative value creation (CVC) framework: the partnering processes that unpack the value creation dynamics and the collaboration outcomes that examine the benefits and costs on multiple levels. The authors suggest that greater value is created at all levels of analysis, micro, meso, and macro, as collaboration moves from sole creation to co-creation of value. The CVC framework assigns equal importance to all forms of value (economic, social, and environmental), types of actors (individuals, organizations, and societies), and time scales (short/long term), providing the analytical paths for assessing value creation holistically. Examining systematically the processes and the outcomes of value co-creation allows for greater specificity, dimensionality, and inclusivity. The article concludes by delineating the contribution of the CVC framework and offering recommendations for future research.

Intangible economy: how can investors deliver change in businesses?: Lessons from nonprofit‐business partnerships

Purpose – The purpose of the paper is to investigate the following issues. Investors traditionally prioritised tangible outcomes (money, land, machinery) in order to protect their financial assets. However, the intangible economy (trust, human resources, information, reputation) that co‐exists draws attention to new expectations that request the continuous, active and within the public sphere involvement of investors in order to protect their assets by prioritising intangible resources.Design/methodology/approach – In this paper the case of non‐profit‐business partnerships is employed in order to demonstrate how change can be achieved.Findings – The paper finds that investors in intangible outcomes who aim to achieve change in corporations share the same limitations within the financial and non‐financial field.Originality/value – The paper highlights investment in the intangible economy as a mechanism of co‐determining the priority of responsibilities in the context of corporate social responsibility. The...

A Framework for the Analysis of Partnerships

The second chapter situates the current study within a theory-based framework that is put forward for the analysis of NPO-BUS partnerships. The chapter proposes exploring questions in each of the three stages of partnerships: (a) formation, (b) implementation, and (c) outcomes by studying them within the same partnership case study. Employing the three stages of partnerships and associating each stage with particular constructs allows for a holistic and in-depth examination of partnerships. It also allows the analysis to move beyond the stages and stage-based questions towards identifying overarching themes that encompass all stages. The chapter, which is grounded within organisation theory and more specifically the NPO-BUS partnership literature, addresses theoretical issues that play a central role in NPO-BUS partnerships, while at the same time reviews the literature by presenting the findings of indicative studies. The chapter commences with an introduction on the relations between nonprofit organisations and businesses, followed by presenting a classification of the main contributions of the literature. The remaining three sections present the assumptions and questions that this study addresses within its empirical chapters grouped under the three stages of partnerships.

Does Organisational Demography Affect Board Characteristics? Findings From the Manufacturing Sector in Greece

This study examines how organisational demography (organizational age, organisational size and number of years listed in the Athens Stock Exchange, ATHEX), impacts board structure (board size, CEO duality and CEO dependence/independence). Data was collected from the annual reports of 140 manufacturing organisations, quoted in the Athens Stock Exchange in 2002. Research findings revealed a significantly positive relationship of organisational size, organisational age and number of years that a firm is listed in the Stock Exchange with board size. However, the same organisational characteristics do not seem to influence the leadership structure or dependence/independence of the Chairperson to the CEO.

Stage Three: Partnership Outcomes

The third empirical chapter examines the outcomes that accrue as a result of the partnership relationship. It examines each case study separately by looking into the organisational outcomes for each participating organisation. The research concentrates on positive outcomes of partnerships. The organisational outcomes are firstly discussed within each case studied followed by a discussion on the difference between social and societal outcomes. The types of change as a partnership outcome are presented within each case study and later discussed within the comparative interviews that were conducted for the research across 29 organisations.

Stage Two: Partnership Implementation

The implementation is the second stage of partnerships within which the interactions between the partners are discussed. This chapter of the book looks into the phases of implementation across the Earthwatch-Rio Tinto and The Prince’s Trust-Royal Bank of Scotland case studies. It identifies the processes that take place and discusses the dynamic exchanges across the partner organisations. The final section of the chapter discusses the findings of the two case studies within the implementation stage and examines if conflict is observable between the partners in light of the comparative interviews that were conducted for the research across 29 organisations.

The Partnership Society

The first chapter aims to introduce the main aspects of cross-sector partnerships, to present the working definitions within the book, the background trends that surround the relationship between nonprofit organisations and businesses and to situate the phenomenon under study within its historical context of interactions across the sectors.

Stage One: Partnership Formation

The chapter presents Earthwatch and Rio Tinto, The Prince’s Trust and the Royal Bank of Scotland within the partnership case studies. Each relationship is introduced through a brief overview of the partnership. The organisational characteristics of each case study organisation are highlighted in order to identify the types of NPOs and BUS participating within each partnership relationship. Following from the above the evolution of the relationship is presented through the historical perspective of the interactions. Furthermore the motives of each partner organisation are analysed and compared within each case study in order to address whether the motives are shared between the partners. The discussion of the chapter compares the findings of the two in-depth case studies with 35 interviews that were conducted within 29 organisations in order to confirm or disconfirm the findings on the formation stage of partnerships.